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Exploring strategic management

Author: Johnson, Gerry ; Scholes, Kevan ; Sexty, Robert W.Publisher: Prentice Hall, 1989.Edition: 2nd and North American ed.Language: EnglishDescription: 387 p. : Graphs ; 24 cm.ISBN: 0132974908Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD30.28 .J646 1989
(Browse shelf)
001261042
Available 001261042
Total holds: 0

Includes bibliographical references and index

Digitized

Exploring Strategic Management Contents ILLUSTRATIONS PREFACE xii xv PART I INTRODUCTION CHAPTER 1 STRATEGIC MANAGEMENT: INTRODUCTION 1.1 The nature of strategy 1.1.1 The characteristics of strategic decisions 1.1.2 Levels of strategy 1.2 Strategic management 1.2.1 Strategic analysis 1.2.2 Strategic choice 1.2.3 Strategy implementation 1.2.4 A summary of the strategic management process 1.3 The challenge of strategic management 1.3.1 Developing a strategic perspective 1.3.2 Coping with change 1.3.3 Strategy in small businesses 1.3.4 Strategy in the government sector and not-for-profit organizations 1.4 Summary References Recommended Key Readings 1 3 6 6 9 10 11 15 17 17 19 19 19 20 22 25 26 27 CHAPTER 2 STRATEGIC DECISION MAKING IN PRACTICE 2.1 Introduction 2.2 The nature of strategic change 2.2.1 Incremental strategic management 2.2.2 Planning and strategic management 2.3 How strategic decisions are made 2.3.1 Problem awareness 2.3.2 Problem diagnosis 2.3.3 The development of solutions 2.3.4 The selection of a solution 2.4 Strategy formulation as a cultural process 2.4.1 Culture and strategy 2.4.2 The recipe and the cultural web 2.4.3 A cultural view of patterns of strategic change 2.5 A summary of implications for the study of strategy 2.5.1 A summary of the key points 2.5.2 The implications for strategic management References Recommended Key Readings 29 29 30 31 36 38 38 42 43 43 44 45 46 50 54 54 55 56 59 PART II STRATEGIC ANALYSIS CHAPTER 3 ANALYZING THE ENVIRONMENT 3.1 Introduction 3.2 Auditing environmental influences on organizations 3.3 Understanding the nature of the environment 3.3.1 Understanding simple/static conditions 3.3.2 Understanding dynamic conditions 3.3.3 Understanding complex conditions 3.3.4 The nature of the environment: the use of the perspective 3.4 Structural analysis of the competitive environment 3.4.1 The threat of entry 3.4.2 The power of buyers and suppliers 3.4.3 The threat of substitutes 3.4.4 The extent of competitive rivalry 3.5 Identifying the organization's competitive position 3.5.1 Life cycle models and the nature of markets 3.5.2 Strategic group analysis 3.5.3 Market structures and market power 3.6 SWOT analysis 61 63 63 65 69 70 71 72 72 73 76 77 78 78 79 81 85 87 90 3.7 Summary References Recommended Key Readings 93 93 95 96 96 99 99 101 102 104 111 114 115 115 117 117 120 121 122 124 125 129 129 131 132 132 136 136 137 140 143 145 146 149 149 151 152 155 157 CHAPTER 4 ANALYZING RESOURCES 4.1 Introduction 4.2 Value chain analysis 4.2.1 The value system 4.2.2 Value chain activities 4.2.3 The resource audit 4.2.4 Resource utilization 4.2.5 Control of resources 4.2.6 Financial analysis 4.3 Comparative analysis 4.3.1 Historical analysis 4.3.2 Comparison with industry norms 4.3.3 The experience curve 4.4 Assessing the balance of resources 4.4.1 Portfolio analysis 4.4.2 Skills analysis 4.4.3 Flexibility analysis 4.5 Identification of key issues 4.6 Summary References Recommended Key Readings CHAPTER 5 EXPECTATIONS, OBJECTIVES, AND POWER 5.1 Introduction 5.2 General influences on individuals and groups 5.2.1 External influences 5.2.2 Nature of the business 5.2.3 Organizational culture 5.3 Coalitions and stakeholders 5.3.1 Conflicts of expectations 5.3.2 Identifying coalitions 5.4 Power 5.4.1 Sources of power within organizations 5.4.2 Sources of power for external stakeholders 5.4.3 Methods of assessing power 5.5 Organizational objectives 5.5.1 Mission 5.5.2 Corporate objectives 5.5.3 Unit objectives 5.5.4 The precision of objectives 5.6 Social responsibility 5.7 Summary References Recommended Key Readings 157 157 158 160 166 166 168 PART III STRATEGIC CHOICE CHAPTER 6 STRATEGIC OPTIONS 6.1 Introduction 6.2 Generic strategies 6.2.1 Cost leadership 6.2.2 Differentiation 6.2.3 Focus 6.3 Alternative directions for strategy development 6.3.1 "Do nothing" 6.3.2 Withdrawal 6.3.3 Consolidation 6.3.4 Market penetration 6.3.5 Product development 6.3.6 Market development 6.3.7 Diversification 6.3.8 Related diversification 6.3.9 Unrelated diversification 6.4 Alternative methods of strategy development 6.4.1 Internal development 6.4.2 Acquisition 6.4.3 Joint development 6.5 Summary References Recommended Key Readings 171 173 173 175 177 178 178 181 181 182 184 185 185 186 188 188 189 191 193 194 195 197 198 199 CHAPTER 7 STRATEGY EVALUATION: CRITERIA AND APPROACHES 7.1 Introduction 7.2 Evaluation criteria 200 200 200 7.2.1 Suitability 7.2.2 Feasibility 7.2.3 Acceptability 7.3 Assessing the suitability of options 7.3.1 Strategic logic 7.3.2 Strategy and performance: research evidence 7.3.3 Cultural fit 7.4 Summary References Recommended Key Readings 201 201 202 202 207 220 227 234 234 236 238 238 238 239 240 244 246 248 248 250 252 252 252 255 257 257 258 259 259 260 262 262 262 263 263 263 264 265 CHAPTER 8 STRATEGY EVALUATION: TECHNIQUES 8.1 Introduction 8.2 Screening options 8.2.1 Bases for comparison 8.2.2 Scoring methods 8.2.3 Decision trees 8.2.4 Scenarios 8.3 Analyzing return 8.3.1 Profitability analysis 8.3.2 Cost/benefit analysis 8.4 Analyzing risk 8.4.1 Financial ratio projections 8.4.2 Sensitivity analysis 8.4.3 Decision matrices 8.4.4 Simulation modeling 8.4.5 Heuristic models 8.4.6 Stakeholder reactions 8.5 Analyzing feasibility 8.5.1 Funds flow analysis 8.5.2 Break-even analysis 8.5.3 Other assessments of feasibility 8.6 Selection of strategies 8.6.1 Selection against objectives 8.6.2 Referral to a higher authority 8.6.3 Outside agencies 8.7 Summary References Recommended Key Readings PART IV STRATEGY IMPLEMENTATION CHAPTER 9 PLANNING AND ALLOCATING RESOURCES 9.1 Introduction 9.2 Resource planning at the corporate level 9.2.1 Few resource changes 9.2.2 Allocations during growth 9.2.3 Allocating resources in static or declining situations 9.2.4 Resource sharing/overlap 9.3 Resource planning at the operational level 9.3.1 Central questions in resource planning 9.3.2 Inbound logistics 9.3.3 Operations 9.3.4 Outbound logistics 9.3.5 Marketing and sales 9.3.6 Services 9.3.7 Key resources in implementing generic strategies 9.4 Preparing resource plans 9.4.1 Priorities and key tasks 9.4.2 The plan of action 9.4.3 The recognition and testing of key assumptions 9.4.4 Financial planning and budgeting 9.4.5 Network analysis 9.5 Summary References Recommended Key Readings 267 269 269 270 271 271 271 274 274 274 278 281 282 283 283 285 286 286 287 288 288 291 293 295 296 297 297 298 298 299 299 305 308 310 314 317 320 324 325 CHAPTER 10 ORGANIZATION STRUCTURE 10.1 Introduction 10.2 Structural types 10.2.1 The simple structure 10.2.2 The functional structure 10.2.3 The multidivisional structure 10.2.4 The "conglomerate" structure 10.2.5 The matrix structure 10.2.6 Intermediate structures and structural variations 10.2.7 Structural types in multinational companies 10.3 Centralization and decentralization 10.4 Influences on organizational design 10.4.1 The influence of strategy 10.4.2 The influence of production process and technology 10.4.3 The influence of organizational type 10.4.4 The influence of environmental forces 10.5 Coping with the problem of organizational design 10.6 Summary References Recommended Key Readings 326 327 329 331 331 334 336 336 340 345 346 351 352 355 356 357 358 359 362 362 367 368 370 370 373 375 378 CHAPTER 11 PEOPLE AND SYSTEMS 11.1 Introduction 11.2 Control and information systems 11.3 Regulatory systems 11.3.1 Reward systems 11.3.2 Training and development 11.3.3 Organizational routines 11.3.4 Management style 11.4 Achieving culture change 11.4.1 The unfreezing process 11.4.2 The adoption of a new recipe 11.4.3 Symbolic action and strategic change 11.5 Managing strategic change through political systems 11.5.1 Power and the management of strategic change 11.5.2 Problems with managing political systems 11.6 Achieving excellence through people and systems 11.7 Summary References Recommended Key Readings EPILOGUE INDEX

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